3 PREAMBLE This report presents the results of the IAEA Operational Safety Review Team (OSART) review of Mühleberg Nuclear Power Plant, Switzerland. It includes recommendations for improvements affecting operational safety for consideration by the responsible Switzerland authorities and identifies good practices for consideration by other nuclear power plants. Each recommendation, suggestion, and good practice is identified by a unique number to facilitate communication and tracking. Any use of or reference to this report that may be made by the competent Switzerland organizations is solely their responsibility.

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5 FOREWORD Director General The IAEA Operational Safety Review Team (OSART) programme assists Member States to enhance safe operation of nuclear power plants. Although good design, manufacture and construction are prerequisites, safety also depends on the ability of operating personnel and their conscientiousness in discharging their responsibilities. Through the OSART programme, the IAEA facilitates the exchange of knowledge and experience between team members who are drawn from different Member States, and plant personnel. It is intended that such advice and assistance should be used to enhance nuclear safety in all countries that operate nuclear power plants. An OSART mission, carried out only at the request of the relevant Member State, is directed towards a review of items essential to operational safety. The mission can be tailored to the particular needs of a plant. A full scope review would cover nine operational areas: management, organization and administration; training and qualification; operations; maintenance; technical support; operating experience feedback; radiation protection; chemistry; and emergency planning and preparedness. Depending on individual needs, the OSART review can be directed to a few areas of special interest or cover the full range of review topics. Essential features of the work of the OSART team members and their plant counterparts are the comparison of a plant's operational practices with best international practices and the joint search for ways in which operational safety can be enhanced. The IAEA Safety Series documents, including the Safety Standards and the Basic Safety Standards for Radiation Protection, and the expertise of the OSART team members form the bases for the evaluation. The OSART methods involve not only the examination of documents and the interviewing of staff but also reviewing the quality of performance. It is recognized that different approaches are available to an operating organization for achieving its safety objectives. Proposals for further enhancement of operational safety may reflect good practices observed at other nuclear power plants. An important aspect of the OSART review is the identification of areas that should be improved and the formulation of corresponding proposals. In developing its view, the OSART team discusses its findings with the operating organization and considers additional comments made by plant counterparts. Implementation of any recommendations or suggestions, after consideration by the operating organization and adaptation to particular conditions, is entirely discretionary. An OSART mission is not a regulatory inspection to determine compliance with national safety requirements nor is it a substitute for an exhaustive assessment of a plant's overall safety status, a requirement normally placed on the respective power plant or utility by the regulatory body. Each review starts with the expectation that the plant meets the safety requirements of the country concerned. An OSART mission attempts neither to evaluate the overall safety of the plant nor to rank its safety performance against that of other plants reviewed. The review represents a `snapshot in time'; at any time after the completion of the mission care must be exercised when considering the conclusions drawn since programmes at nuclear power plants are constantly evolving and being enhanced. To infer judgements that were not intended would be a misinterpretation of this report. The report that follows presents the conclusions of the OSART review, including good practices and proposals for enhanced operational safety, for consideration by the Member State and its competent authorities.

8 INTRODUCTION AND MAIN CONCLUSIONS INTRODUCTION At the request of the government of Switzerland, an IAEA Operational Safety Review Team (OSART) of international experts visited Mühleberg Nuclear Power Plant from 8 to 25 October The purpose of the mission was to review operating practices in the areas of Management organization and administration; Training and qualification; Operations; Maintenance; Technical support; Operating experience feedback, Radiation protection; Chemistry, Emergency planning and preparedness, Severe accident management and Long term operation. In addition, an exchange of technical experience and knowledge took place between the experts and their plant counterparts on how the common goal of excellence in operational safety could be further pursued. The Mühleberg OSART mission was the 170 in the programme, which began in The team was composed of experts from Belgium, Czech Republic, Finland, Germany, Hungary, Slovakia, Sweden, UK and USA together with the IAEA staff members and an observer from Finland. The collective nuclear power experience of the team was approximately 340 years. Mühleberg nuclear power plant (KKM) is a single unit General Electric (GE) boiling water reactor plant with Mark 1 containment. Its licensed thermal power output is 1097 MW. The two turbine generator sets produce an electrical net output of 373 MW. Commercial operation started on 6 November The plant is situated on the left bank of the river Aare and forms part of the community of Mühleberg in the Canton of Berne. The plant is located about 14 km west of the city of Berne. The plant employs approximately 330 permanent staff. The plant (KKM) is owned and operated by the utility BKW FMB Energie AG (BKW), Berne. BKW is the owner of eight hydropower stations and is part-owner of 18 other nonnuclear power generation installations. The total energy generated annually by BKW amounts to more than 8500 GWh, with KKM's share amounting to 2700 GWh. Before visiting the plant, the team studied information provided by the IAEA and the Muhleberg plant to familiarize themselves with the plant's main features and operating performance, staff organization and responsibilities, and important programmes and procedures. During the mission, the team reviewed many of the plant's programmes and procedures in depth, examined indicators of the plant's performance, observed work in progress, and held in-depth discussions with plant personnel. Throughout the review, the exchange of information between the OSART experts and plant personnel was very open, professional and productive. Emphasis was placed on assessing the effectiveness of operational safety rather than simply the content of programmes. The conclusions of the OSART team were based on the plant's performance compared with good international practices. The following report is produced to summarize the findings in the review scope, according to the OSART Guidelines document. The text reflects only those areas where the team considers that a Recommendation, a Suggestion, an Encouragement, a Good Practice or a Good Performance is appropriate. In all other areas of the review scope, where the review did not 1 INTRODUCTION AND MAIN CONCLUSIONS

9 reveal further safety conclusions at the time of the review, no text is included. This is reflected in the report by the omission of some paragraph numbers where no text is required. MAIN CONCLUSIONS The OSART team concluded that the managers of Mühleberg NPP are committed to improving the operational safety and reliability of their plant. The team found good areas of performance, including the following: A comprehensive strategy to manage the core shroud cracking issue and allow long term operation includes chemical treatment of the reactor water, improved ultrasonic inspection tooling, analytical modelling, and the future optimization of the tie-rod design; Preserving and transferring knowledge has been implemented at the plant so that running the plant safely, reliably, efficiently and with care for the environment is achieved; Fast and thorough response to recent significant external operating experience events, including important plant modifications and communication; Support for industry efforts to improve fuel design and monitoring practices; resulting in good fuel performance and fewer fuel assemblies discharged from the reactor. A number of proposals for improvements in operational safety were offered by the team. The most significant proposals includes the following: The plant should provide all reasonable protection for the persons on the site in an emergency with radioactive release to avoid any unjustified health risks; The plant should embrace and promote the operating experience program and methods throughout the plant, to ensure corrective actions are timely and OE is used throughout the plant in day-to-day activities; The plant should reinforce its work control and risk assessment system with the use of radiation work permits to ensure adequate, written radiological work controls are provided consistently at all times; The utility should consider improving its means for an independent nuclear oversight with a continuous review of safety performance at the nuclear power plant. Mühleberg management expressed a determination to address the areas identified for improvement and indicated a willingness to accept a follow up visit in about eighteen months. 2 INTRODUCTION AND MAIN CONCLUSIONS

10 1. MANAGEMENT, ORGANIZATION AND ADMINISTRATION 1.1 ORGANIZATION AND ADMINISTRATION The operating license for the KKM nuclear power plant is held by the utility, BKW. The utility provisions for an independent nuclear oversight are not robust enough to provide the utility chief executive with an ongoing review of safety performance at the nuclear power plant. The team developed a suggestion in this area. There is an internal safety committee, ISA, with subgroups for Nuclear safety (ISA-N), Industrial safety (ISA-A), IT-security (ISA-IT) and Human factors (ISA-H). There is a backlog in the ISA-N committee treatment of safety related events and analyses. Some items on the committees follow-up list are more than five years old without a final decision. The team encourages the plant to remedy this situation. 1.2 MANAGEMENT ACTIVITIES The managements directions and expectations are declared in a document, entitled "Our Standards" ("Unsere Standards") which states, on an overview level, the managements objectives and expectations. However, it was noted that managers do not spend enough time in the field to observe work places and plant status, to coach plant personnel and to communicate and enforce the management expectations. The team developed a suggestion in this area. The plant has a concept for fast and broad communication to the entire plant staff. The plant also has an on-going improvement process of this concept. It provides plant personnel with up to date information on relevant topics and safety related issues and there are several ways for information and communication that can be accessed and used by all plant staff. This is considered as a good practice by the team. 1.3 MANAGEMENT OF SAFETY A strong safety culture is comprised of many attributes that collectively demonstrate the safety culture of an organization. The overall experience of the team is utilized to capture, during the review period, those characteristics, attitudes and practices that are characteristics of the safety culture at the plant. The team made a number of observations related to strengths and weaknesses of safety culture that could assist the ongoing management efforts regarding safety culture at the plant. With respect to observed strengths, the team during observations, interviews and discussions confirmed that safety culture is of high priority for the plant management and personnel. It is reflected in their strong motivation and a will to strive for safety improvements. In the vein of continuous improvements a number of safety enhancements have been implemented, with further measures underway. The plant personnel constantly demonstrated open and cooperative behavior. There are other attributes that the team believes could be strengthened to improve the overall safety culture. The team recognized that there is a lack the plant managers presence in the field to observe the personnel performance and enforce standards and expectations. The plant 3 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

11 organization and management often applies an informal approach to operating practices and do not always apply administrative controls. The team encourages the plant to increase the use of formal criteria and procedures, to increase the use of international benchmarking on performance criteria and to increase the use of performance indicators to follow-up actual performance. 1.5 INDUSTRIAL SAFETY PROGRAMME There is a full time industrial safety officer that reports to the plant manager and and a staff of three assigned to work with industrial safety in addition to their ordinary tasks. On top of that, during outages four external specialists have the task to continuously observe and correct the behaviour of the workers. The industrial safety officer performs risk assessments together with the person responsible for work and an external specialist. The internal safety committee, ISA, has a subgroup for industrial safety (ISA-A) and the utility has an industrial safety committee as well. There is also an industrial safety group common for the Swiss NPPs. The accident rates and number of lost work days are higher than what is considered to be good performance, compared with the WANO performance indicators. The team noted examples in the field where safety rules, procedures and instructions were not strictly adhered to. The team developed a recommendation in this area. 1.6 DOCUMENT AND RECORDS MANAGEMENT There is a project going on to standardize and digitalize all documentation. As for technical documentation (drawings, etc.), the responsibility is delegated to the departments which may have their own system for document control and archiving. The project also has the task to centralize and improve the system for document control. For administrative documents, a validity check and revision are to be done every five years. However, the author of the document can change this five year limit to a larger figure. The team encourages the plant to exclude this possibility. 4 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

12 DETAILED MANAGEMENT, ORGANIZATION AND ADMINISTRATION FINDINGS 1.1 ORGANIZATION AND ADMINISTRATION 1.1(1) Issue: The utility provisions for an independent nuclear oversight are not robust enough to provide the chief executive officer of the operating organization with an ongoing review of safety performance at the nuclear power plant utilizing independent expertise. The operating license for the KKM nuclear power plant is held by the utility, BKW. KKM belongs to the BKW business unit Energy Switzerland (ES). There is a Management Board of KKM, chaired by the head of ES and board member of BKW, which is comprised of the KKM plant manager and management representatives from BKW organizations external to KKM, including the former KKM plant manager. The Management Board of KKM has a declared function to assess the safety and economic viability of actions and investments for the future operation beyond The Management Board of KKM periodically also reviews topics related to the safety of operations of KKM, and evaluates world-wide events rated 2 or higher on the INES scale. Annual joint senior management meetings are held by BKW and ENSI (Direktoriumssitzung, DISI) where various aspects of safety are dealt with, e.g. organizational changes, safety culture and important projects. However there is no independent, systematic review and reporting of the on-going safety performance from the plant manager to the utility CEO and review of these reports by Management Board of KKM. The KKM plant manager reports to the board relatively freely and at his own discretion. There is no specific structure or indicators to be evaluated. The function of the Management Board of KKM concerning the safety review of plant operation on a continuing basis with formal reports resulting from this activity is not a formally established requirement. This deviation from accepted nuclear safety standards may not constitute a problem for the time being, given the safety focus and a set of clear management objectives to ensure safety at KKM. However without a critical nuclear oversight independent from the constant pressures of plant operation a potential decrease in operational safety might go unnoticed or might not be given sufficient priority by the management of the operating organization. Suggestion: The utility should consider improving its means for an independent nuclear oversight with a continuous review of safety performance at the nuclear power plant. IAEA basis: SSR-2/2 3.1 The prime responsibility for safety shall be assigned to the operating organization of the nuclear power plant. It includes the responsibility for operation of nuclear power plant(s) by the operating organization itself. The operating organization shall discharge this responsibility in accordance with its management system. 3.2 The management system shall include the following activities: 5 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

13 (e) Review activities, which include monitoring and assessing the performance of the operating functions and supporting functions on a regular basis. The purpose of monitoring is to verify compliance with the objectives for safe operation of the plant, to reveal deviations, deficiencies and equipment failures, and to provide information for the purpose of taking timely corrective actions and making improvements. Reviewing functions shall also include review of the overall safety performance of the organization to assess the effectiveness of management for safety and to identify opportunities for improvement. NS-G However, the assignment of tasks among organizations should not reduce or divide the prime responsibility for safety, which lies with the management of the operating organization. As a result, the operating organization remains in a supervisory position for delegated tasks The safety performance of the operating organization should be routinely monitored in order to ensure that safety standards are maintained and improved. An adequate audit and review system should be established to provide assurance that the safety policy of the operating organization is being implemented effectively and lessons are being learned from its own experience and from others to improve safety performance. The features of the organizational structure and management aspects should be taken into consideration when monitoring and assessing the safety performance of the operating organization or of an individual nuclear power plant The operating organization should provide a means for independent safety review. The key to this process is the establishment of an objective internal self-evaluation programme supported by periodic external reviews conducted by experienced industry peers using well established and proven processes. The principal objective is to ensure that, in those matters that are important to safety, safety accountability is supported by arrangements that are independent of the pressures of plant operation. The safety review should be independent of plant operation, and should be conducted on a continuing basis to verify that plant management establishes verified and authorized practices and implements changes as required. The reports resulting from this activity should be formal and should be provided directly to the top management of the operating organization. GS-G-3.5 Appendix I, I.1. (5) SAFETY IS LEARNING DRIVEN (c) Internal and external assessments, including self-assessments, are used: Various oversight forums and processes, including self-assessment, should be used to review, evaluate and enhance the safety performance of the organization. The number and types of oversight mechanisms should be periodically reviewed and adjusted. Oversight should be viewed positively and constructive use should be made of external or independent opinions. 6 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

14 1.2 MANAGEMENT ACTIVITIES 1.2(a) Good Practice: Communication concept and means used to inform plant personnel. Benefit: The plant has a concept for fast and broad communication to the entire plant staff. The plant also has an on-going development of this concept. Quarterly assessments by the plant management ensure that these communication tools are implemented in the best way. The management holds monthly Staff information meetings "Pinf" where senior plant management addresses different topics. Examples are: Follow up on plant operation, follow up on plant goals and targets, information on outage activities, information on external events and other topics that might be of general interest or which might affect the plant. The meetings are organized in the plant restaurant and are attended by most plant staff, although presence is not mandatory. Extra meetings are held to inform if there are upcoming issues of general interest. Procedures are in place to enable a short-notice assembly. All Pinf presentations, including an audio recording, are uploaded onto the plant's intranet within 24 hours. Every Monday, following the operations meeting where plant management and all departments and groups are represented, there is a lecture series dedicated to safety "Five minutes for safety". The purpose is to have an effective way of internal experience exchange on safety. Topics may concern nuclear safety, safety culture or industrial safety. There are guidelines and personal support available to help prepare the presentations. Afterwards, these presentations are posted onto the KKM-Intranet for all staff to see. The plant intranet is used for different types of information to and communication with plant personnel, for example: Quarterly follow up on plant targets, a Q&A (questions and answers) section were plant personnel can get feedback on questions and an open discussion forum. There is an "anonymous mailbox" for all plant staff to anonymously report their concerns to plant management. For urgent issues, the plant manager sends an to all personnel. Up to date safety information is presented on screens in the plant. A senior management blog has been used on some occasions, for example during the outage. A black board with all relevant and up-to-date plant information is maintained next to the entrance of the plant. All employees have to pass by this board on their way to work. Plant personnel has up to date information on relevant topics and safety related issues and there are, in addition to the communication within the responsibility lines, several ways for information and communication that can be accessed and used by all plant staff. 7 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

15 1.2(1) issue: Managers do not spend enough time in the field to observe work places and plant status, to coach plant personnel and to communicate and enforce management expectations. A procedure was introduced in 2008 to improve the mutual understanding between managers and plant staff basically stating that they have to meet on a regular basis to exchange ideas and opinions. This is to be accomplished by means of the so called Manager in the field process, which gives managers a structured tool for action. The procedure is valid for the following manager categories: Plant manager, heads of departments, sections and technical function groups, picket engineers, shift supervisors, deputies and certain other persons. It is stated that the results of this process shall be used to monitor the implementation of KKM standards and ensure their further development which is in line with the philosophy of self-assessment and constant improvement. However, there has been a decreasing trend in the use of this process between 2008 and The set minimum requirement to complete 20 Manager in the field-observations per manager per year has not been reached. The power plant management has a set of objectives including focus on nuclear safety and an overview of the management expectations is described in a document entitled Our standards ("Unsere Standards"). However, it is not common practice by management to explain what this means in concrete terms and to coach the individual. There are gaps in setting management standards and communicating them to the staff to report minor problems on equipment and near misses. Plant management has recognized that internal goals are not reached but has not yet been able to mitigate the situation. Without communicating management expectations in concrete terms, observing actual work practices, coaching and enforcing management expectations, safety performance might be degraded. Management procedures that are not adhered to might give the impression that procedures are not important. The plant may miss opportunities to take full use of selfassessment. Suggestion: The plant management should consider spending more time in the field to observe work places and plant status, coach plant personnel and to communicate and enforce management expectations. IAEA basis: GS-R Senior management and management at all other levels in the organization shall carry out self-assessment to evaluate the performance of work and the improvement of the safety culture. GS-G The actions of managers and supervisors or team leaders have a strong influence on the safety culture within the organization. These actions should promote good work practices and eliminate poor practices. Managers and supervisors or team leaders should maintain a 8 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

16 presence in the workplace by carrying out tours, walk-downs of the facility and periodic observations of tasks with particular safety significance Managers and supervisors should encourage and welcome the reporting by other individuals of potential safety concerns, near-misses, and accident precursors, and should respond to valid concerns promptly and in a positive manner. Where appropriate, contractors should give the same high priority to safety, especially when they are working at a facility. 3.2 The senior management is responsible and accountable for the planning and implementation of a management system that is appropriate to the organization. It is the role of senior management to establish and cultivate principles that integrate all requirements into daily work with the necessary information, tools, support and encouragement to perform their assigned work properly. 3.3 Visible and active support, strong leadership and the commitment of senior management are fundamental to the success of the management system. Senior managers should communicate the beliefs that underlie the organization s policies through their own behaviour and management practices. The whole organization should share the management s perception and beliefs about the importance of the management system and the need to achieve the policies and objectives of the organization. 9 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

17 1.5 INDUSTRIAL SAFETY PROGRAMME 1.5(1) issue: The industrial safety programme is not in line with good industry standards. The accident rates and number of lost work days are higher than what is considered to be good performance. The targets for accident rates are not in line with good industry standards, compared with the WANO performance indicators. Statistics of lost workdays include leisure time accidents. Accidents with up to three lost working days are called minor. Even though this in line with national guidelines it is not consistent with minimizing accidents at the plant. The accident reporting threshold is not low enough to capture minor industrial safety accidents and near-misses. Industrial safety near-miss reporting is low compared to accident statistics. During the outage 2012 there were one accident with lost work days, 29 instances where minor treatment was necessary but at the same time no nearmiss report was prepared. There is no evidence that line managers expect and enforce near-miss reporting. The team noted examples of inappropriate performance such as: Person standing on a pipe while taking pictures. Workers not wearing ear protection in the turbine building even though signs of mandatory ear protection were in place. Cable drums not fixed. Use of helmets is not mandatory in some buildings (pumping station, SUSAN building) all the time. An unlabeled liquid container with a hose was in the decontamination area. In the decontamination area a hot bath with a mixture of water and Ibel Ex (a caustic detergent) was not equipped with any warning signs. In the hot workshop two bottles were found not only insufficiently labeled but also not closed, so that the fluid inside could run out if the bottle was dropped. Levoxin injection station is not provided with the correct warning sign. Lack of line organization encouragement of industrial safety near-miss reporting, comprehensive use of accident data and strict adherence to rules may expose personnel to unnecessary industrial safety risks. Recommendation: The plant should improve the industrial safety programme to further decrease the industrial safety accident rate. IAEA basis: SSR-2/2 Requirement 23: Non-radiation-related safety 10 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

18 The operating organization shall establish and implement a programme to ensure that safety related risks associated with non-radiation-related hazards to personnel involved in activities at the plant are kept as low as reasonably achievable. NS-G An industrial safety programme should be established and implemented to ensure that all risks to personnel involved in plant activities, in particular, those activities that are safety related, are kept ALARA. An industrial safety programme should be established for all personnel, suppliers and visitors, and should refer to the industrial safety rules and practices that are to be adopted. The programme should include arrangements for the planning, organization, monitoring and review of the preventive and protective measures. The operating organization should provide support, guidance and assistance for plant personnel in the area of industrial safety. GS-G Managers and supervisors should encourage and welcome the reporting by other individuals of potential safety concerns, near-misses, and accident precursors, and should respond to valid concerns promptly and in a positive manner. Where appropriate, contractors should give the same high priority to safety, especially when they are working at a facility. GS-G A process that reflects the national industrial safety regulations should be established for all individuals, suppliers and visitors, and the process should refer to the rules and practices for industrial safety that are to be adopted. The process should include arrangements for the effective planning, organization, monitoring and review of the preventive and protective measures for industrial safety Data on industrial safety at the installation should be monitored. Examples of items to be monitored include working time lost owing to industrial accidents (sometimes referred to as lost time accidents ), other accidents leading to individuals needing medical attention, industrial safety non- conformances, near misses and modifications resulting from concerns about industrial safety The underlying causes of industrial accidents and problems relating to industrial safety should be identified and corrected. Results of cause analyses should be used to identify opportunities for improving industrial safety. Lessons learned from investigations and from operational experience in the nuclear industry and sometimes from other industries should be used to improve performance. 11 MANAGEMENT, ORGANIZATION AND ADMINISTRATION

19 2. TRAINING AND QUALIFICATIONS 2.1 TRAINING POLICY AND ORGANIZATION Plant procedures set forth goal-oriented initial and continuing training as the basis for reliable and safe operation. Training responsibilities are assigned to all departments separately. Department heads are responsible for their staff's competence. The department heads have appointed training delegates to evaluate performance and plan for upcoming training needs. The training delegates hold an annual meeting chaired by the training manager, during which they draft the training plan for the coming year. Departments at the plant have developed their own methods and processes for initial and continuing training. The team encourages the plant to standardise its practices. Succession planning at the plant is done well in advance according to a ten year HR plan. Development discussions are open and the staff is aware of their long term development goals and opportunities. Exit times in employment contracts are long up to two years. Methods are in place to ensure know-how is retained from leaving personnel, a one year overlap is common in the changeover process. The team recognised the wide array of methods in use for knowledge retention as a good practice. 2.3 QUALITY OF THE TRAINING PROGRAMMES Both external and internal BKW courses are provided at the plant. BKW encourages personnel to continue their education and depending on the value of the training courses is willing to pay up to 100 % of the fees and to cover the costs for working time spent on these courses. The operator training programme includes a practical training course on thermo hydraulics held by an external training company. In their laboratory, participants gain practical insight in the phenomena of evaporation and cavitation on a technical scale. According to the team's evaluation, external training companies contracted by KKM provide high standard training courses. Apart from the positive impact on the personal skills of individual employees, the cooperation across departments is also promoted as employees meet other BKW employees during common courses. The team considered BKW's support for personal development as a good performance. On the job training (OJT) instructors are not given training in adult education. Neither is it a requirement in policies or programmes. OJT instructors receive adult learning and evaluation skills only occasionally based on their own initiative or availability of courses. Operator trainees have been assigned to other shifts to promote more effective training. The team suggested the plant to consider ensuring that modern adult education skills are developed among OJT instructors GENERAL EMPLOYEE TRAINING The General Employee Training (GET) consists of instructional videos and a written test. The requirements in the test are only 60% on each of the sections. After that contractor personnel undergo a short introductory training held by their respective manager from the plant. The mechanical maintenance manager holds individual performance evaluation discussions with all of his contractors. Constant feedback is gained and needs for improvement in the training 12 TRAINING AND QUALIFICATION

20 are identified. The team encourages the plant to include more practical training in health physics into the GET. 13 TRAINING AND QUALIFICATION

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